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How can today’s nonprofits demonstrate effective use of funds? How can they motivate employees and volunteers and combat burnout and high turnover? How can they ensure that they are performing in accordance with their mission and purpose?

Author Stephen J. Gill answers these questions and more in “Developing a Learning Culture in Nonprofit Organizations”. Filled with practical tips and tools, the book shows students and managers of human services, arts, education, civic, and environmental agencies how to implement a learning culture with individuals, teams, the organization as a whole, and the larger community.

Frameworks can be useful in that they can be customized for a particular organization and its focus. This framework describes three factors that can impact the amount of attention an issues receives:
(1) the actors involved (individuals and organizations);
(2) the story the actors tell about the issue; and
(3) the environment surrounding the organization.
It can be used with an organization to evaluate the impact of the role played by constituents and the organization, and the change in conditions within the environment.

Based on an extensive review of the literature on collaboration, this article presents a propositional inventory organized around the initial conditions affecting collaboration formation, process, structural and governance components, constraints and contingencies, outcomes, and accountability issues.

This essay provides a set of principles that practitioners can use to design feedback loops with a higher probability of success. It suggests that effective efforts benefit from getting constant feedback about what works and makes the case that constituent (or consumer) voice is critical to design systems that are effective and responsive.

This guide explains how to use the My Healthy Organization Tool (MHO Assessment Tool). The guide describes:
1. Why and when to do an assessment.
2. How to implement the process and use the assessment tool, including risks
and challenges
3. How to use the process and results to improve your organization
Nine areas are identified as important building blocks of movement capacity of nonprofit organizations: Vision, Principles, Learning and Reflecting, Issues of Race and Power, Work Across Boundaries, Work Across Generations, Constituent Involvement, Structure, and Funding.

Mission Statement

The Building Movement Project develops research, tools, training materials and opportunities for partnership that bolster nonprofit organizations’ ability to support the voice and power of the people they serve.